Atlanta Community Description To An Employer: Ford Motor Company Homework Essay Sample

People of Atlanta

The population of Atlanta city is unique and diversified as, at the end of the XX century, African Americans were two-thirds of the city’s population. Currently, they are only half as some African Americans moved to the suburbs in the last few years (World Population Review, 2022). The population of the city has a 20% poverty rate which means the individuals are in high demand for employment and increase of their income levels. At the same time, the median age of the population is 33.1 years for men and 33.5 for women. The latter means that the working capacity of the inhabitants is high as people are on average in their youth, capable of work, and less likely will suffer from weak health.

Demographics of the population in percentage are presented on the slide (Markley, 2018).

  • Black or African American: 50.95%
  • White: 40.90%
  • Asian: 4.44%
  • Two or more races: 2.42%
  • Other race: 0.96%
  • Native American: 0.29%
  • Native Hawaiian or Pacific Islander: 0.04%

Atlanta has also one of the highest LGBT populations per capita. The average education level in the community is presented in the table. Most adults have finished bachelor’s and graduate degrees (World Population Review, 2022). For an employer such as Ford Motor Company, it is essential to have workers of various educational levels as the factory needs professionals working with instruments and various items and perspective leaders.

People of Atlanta. Religion

People inhabiting the city have various religions: Protestant, Catholic, Eastern Orthodox, and other religious groups (Mormonism, Jehovah’s Witnesses, Judaism, and others). The diversification in various characteristics does not mean the community is hard to work with. People of all orientations, religions, and ethnicities are united by one society, and manage to intersect in it successfully. For such a giant corporation as Ford, it is not a unique situation to cooperate with people from various locations, countries, and beliefs. As an internationally successful firm, Ford knows and implements the issues of corporate social responsibility approaches that respect the rights and choices of every member of the community.

The Strengths of the Community

The strength of the community is majorly in its diversity, as humans of various backgrounds, motivations, talents, ad skills are ready to work and perform. The unemployment rate signalizes that people are in search of work and in need of earning and provide for their families. The rapidly growing population increases the competitiveness of the average resident and allows the employer to choose and implement healthy competition practices to motivate the workers. The fact of an increased LGBT community group in Atlanta highlights the importance of a significant part of the population of human rights consideration. Then, the employees will motivate the leadership representatives not only to focus on the revenue and outcomes of the corporation but also to constantly develop strategies for a safe and comfortable working environment.

The Challenges of the Community

Some minor groups of the population might meet obstacles in employment for Ford Motor Company as their religion does not allow them to work with IT, machinery, and steel. However, these groups are minor and still can be considered as working in the human resource department, with papers and other sections. Another obstacle is that some of the city residents experience extreme levels of poverty due to the state’s private of their property for public use (Isaac, Bernstein & Behar-Horenstein, 2020). Eminent domain has a long history and is currently still allowed by the U.S. Constitution under some circumstances (Yoon et al., 2020). The latter means some people reach a hardly manageable level of poverty and remain without homes, limiting their access to job employment and lowering the state’s economic indicators. Still, the media is not silent about the issue, and many individuals managed to save their homes from privatization for public needs. Moreover, the issue is not only affecting Atlanta’s residents, and similar obstacles can be met by he employers in other states.

Why Members Belong to the Community

People of Atlanta vary in ethnicity, culture, religion, and orientation, and this location gathers individuals that are free-minded, young, and confident. One can be a suburban type or a city-dweller; Atlanta is comfortable and appropriate for every person. Another factor that makes the location unique is nature with its colorful flora and green foliage. The place is full of various possibilities to do sports, go to theaters, and have interesting nightlife and festivals if one is young. The city is also known for its film community and is called the Hollywood of the South. The location gathers humans of various interests and hobbies and allows them to spend their free time unforgettable and find friends on interests. At the same time, the rapidly increasing population of the location increases the work opportunities and gives more chances for career growth and development.

The Impact of Community Membership on Specific Community Members

Atlanta has the Community Resources Committee (CRC) that is responsible for leading plans, programs, and policies about essential topics referred to the region’s population, the Board, and/or ARC staff. The Community Resources Committee solves issues such as land use, water purification, the usage of natural resources, and energy. The committee also decides on local government services and realizes demographic and economic research. The committee provides guidance on ARC’s regional development plan, and issues of metropolitan and green communities questions. With such developed legislation regarding nature protection and care, the city is sometimes called “a city in a forest.” For an employer such as Ford Motor Company, it is essential to initiate environment-friendly strategies and manage waste recycling that does not impact the environment.

Buckhead Club is another community partner that has a substantial influence on society. Buckhead club provides leadership training, the networking possibilities, invests in local farms, and helps veterans with PSTD and other unnoticeable disabilities helping them to adapt to the family environment, society, and current economy. Being a member of this community develops sympathy and awareness of social problems of the city and the region and develops a person on various training. Buckhead is an example of a business-leading company providing aid and development to local businesses. By investing in local farms and firms, the community helps the economic state of Atlanta to grow and flourish

Leaders of Community

The leaders of the community shape the major goals and priorities of the area. It is evident that the leaders in Atlanta represent human rights and democratic approaches. For instance, the American Civil Liberties Union (ACLU) of Georgia solves a variety of issues regarding capital punishment, criminal law reform, disability rights, the questions of free speech, HIV treatment and ethics, human rights, and immigrant rights. ACLU studies the law in juvenile justice, racial justice, LGBT rights, questions of national security, prisoners’ rights, religious liberty, reproductive freedom, voting rights, and women’s rights. In the example of one union and leader of the community, it becomes clear how essential it is for the residents of the state to have equal rights and justice.

Faith Alliance of Metro Atlanta is another leadership group that promotes belief in a common god, understanding, forgiveness, and respect for other members of the community. The group of leaders has intentions to bring a more engaged education to the religious diversity of the society. With the help of decision-based case studies, the leaders initiate discussions during class meetings and motivate the participants to reflect critically on the issue of religious diversity. Interfaith infrastructure is believed by the Faith Alliance of Metro representatives to be the key concept of successful intersection in the community, cooperation, reducing crime rates, and a number of daily conflicts between people. The leaders also provide studies on each of the religions and spread knowledge about religious theology among residents.

Engaging Members of the Community as a Social Worker

Community engagement is one of the most central issues for the social work practitioner as it is essential for the professional to identify and develop the social strengths of the social group and engage community members in the process of solving the issues actively by themselves. The social worker is a helper, not a decider, and to stay an effective helper one should study the demographics of the area, people’s interests, and motivations. In Atlanta city, it is evident that people are free-minded and diverse. They have various cultures, ethnicity, orientation, and financial status. The level of poverty and the increased flow of citizens in the area creates a proper competitive environment for employment and new career opportunities. To engage people in communities, I would put special attention to their ambitions, motivations, youth, and diversity as positive aspects. Then, each member of the community understands that he or she is unique and talented and is able to do anything.


Atlanta Regional Commission. (n.d.). About the Atlanta region.

Isaac, C., Bernstein, A., & Behar-Horenstein, L. (2020). From gentrification to regeneration: A grounded theory study of community leadership in Southwest Atlanta. The Qualitative Report, 25(9), 3369-3390.

Markley, S. N. (2018). New urbanism and race: An analysis of neighborhood racial change in suburban Atlanta. Journal of Urban Affairs, 40(8), 1115-1131.

World Population Review. (2022). Atlanta, Georgia Population, 2022.

Yoon, J. C. et al. (2020). COVID-19 prevalence among people experiencing homelessness and homelessness service staff during early community transmission in Atlanta, Georgia. Clinical Infectious Diseases, 73(9), 2948-2984.

ABC Inc. Strategic Management


Although there is still widespread agreement that strategic thinking is required for efficient firm management, it is usually absent or, at best, poor (Bonn, 2001; Liedtka, 1998). The implementation gap is marked by a long history of misunderstandings among both scholars and practitioners, with the terms strategic thinking, strategic planning, and strategic management being employed interchangeably (Mintzberg, 1994). According to Goldman and Casey (2010), there is a gap in practice as well as a dearth of research on strategic thinking. In research spanning sectors and nations, top executives’ lack of strategic thinking has been highlighted as a key detractor of corporate performance (Bonn, 2001). Bonn (2005) argues that strategic thinking, by definition, facilitates the understanding and molding the future, and as such, it must be capable of challenging present views and changing minds. On the other hand, according to Bonn (2005), a panel of experts named strategic thinking as one of the ten most important topics of study in strategic planning. Additionally, both leaders and strategy theorists have retorted that strategic thinking is essential at all levels of a firm.

According to Goldman et al. (2015), there is a widespread agreement on the importance of strategic thinking and general recommendations that it should be fostered by organizations. As a result, there is a scarcity of literature on what corporations do to assist leaders, managers, and those employed by the company in developing their ability to think strategically. Furthermore, there is no clear technique for how they do it, why they do it, or how effective their efforts are. Eisenhardt and Zbaracki (1992) claim that strategic decision-making is key among strategic process issues in the context of strategic decision-making. It is crucial since it comprises vital decisions that determine a company’s fate. Many studies have recognized the topic’s relevance throughout the previous 30 years by addressing challenges in strategic and, more generally, corporate decision – making processes. A brief examination indicates, however, that the field’s personality resembles a ‘crazy patchwork’ of opinions. A deeper examination reveals a field built on mature principles and faulty assumptions.

In the instance of strategic planning, perhaps the more insightful author detailing how this notion has been misinterpreted is Henry Mintzberg. When strategic planning first debuted in the mid-1960s, corporate executives embraced it as the single best tool to develop and implement plans to improve the viability of each business entity. Planning systems were intended to provide the finest plans as well as systematic instructions for implementing those approaches so that the doers, or company managers, could not be correct (Mintzberg 1994; p. 107). As we already know, planning has not always gone as planned.

Through a survey of the literature, this article argues that, since 1985, firms have lacked the right implementation. Due to a frequent misunderstanding of the many strategy theories, many practitioners use corporate strategy in their profession. It also tries to define unique insights into strategy thinking, as well as uncover linkages and meanings between these three separate conceptions of strategy – thinking, planning, and decision-making. Further, an association between strategy, change and innovation is discussed in effort to improve a strategic thinking culture while also generating deeper study into the case of strategic thinking and its influence on business profitability, specifically when assertions for change efforts are made owing to the need for long-term growth.

The paper begins by introducing a company as a case study (ABC Inc.). This is followed by distinguishing between strategic planning and strategic thinking, then develops on each concept to finally link it with the decision-making process The article finishes by addressing current changes in organizational strategies as a result of sustainability needs, as well as how strategic thinking execution will be crucial for organizations’ future innovation and success.

ABC Inc. is a market leader in the fashion design via technology business. The capacity of this firm to conceive, analyze, execute, and evaluate successful management strategies ahead of its competition has been linked to its success. Because of this organization’s foresight, it has been able to remain competitive and sustainable and successfully compete. An assessment of the CSR as an approach to managing practices is undertaken as part of the study of this firm’s operations to guarantee that this organization adopts the most successful strategies. For example, Adam Smith defines a commercial venture as primarily an individual’s work that stays completely incorporated in the greater community and is susceptible to its moral obligations (Norman, 2018). He contended that a corporation, the society, its normative framework, and other concerned citizens must all be linked and developed in tandem. Smith’s concept of business entailed integrating business players into society’s broader context. As a result, society as a whole offers a framework, which is the moral compass outlining the correct ideals by which all community members must be steered, even in business.

 CSR framework
Fig. 1. CSR framework

Literature Review

Importance of Strategy for Companies

According to Mintzberg (1978), a significant body of research named strategy formation in the private sector, which investigates how corporations create and link their major conceptions of strategic decisions. As per Liedtka (2000), the spectrum of strategy has been essentially focused with the quest of protracted competitive advantage, and as the rate of modification in the industry accelerates, this emphasis translates into a strategic plan involved with equipping organizations with the capacity to deal efficaciously with these environmental changes. So the research goes on to detailing what strategy is and why they need it, and while these concepts and ideas disagree, one clear conclusion emerges: strategy is essential to enabling them to meet their goals, goals, and therefore expand.

Strategic Thinking and Strategic Planning

Ansoff (1965) states that, as every knowledgeable executive understands, a large part of an employer ‘s time is populated in a daily course of constructing multiple different decisions. Therefore, the quest for the appropriate strategy for improving decision making and strengthening competitive advantage has disturbed many managers and corporate leaders (Mintzberg, 1994). This appears to be the case even today, as Reeves et al. (2015) affirm that in a changing business landscape has never been more crucial to adopt the proper approach to strategy, as the world is changing quicker and growing more unpredictable and sophisticated by the day.

Mintzberg (1994) drew attention to the fact that businesses were confusing terms such as strategic planning, thinking, and computing, as well as goals and objectives, which would only take them in the wrong way. He is unwavering in his belief that “strategic planning is not strategic thinking.” (p. 107). According to Heracleous (1998), an examination of the literature demonstrates that there is no consensus on what strategic thinking is, what strategic planning is, or what their connection should be. According to Mintzberg (1994), Planning has always been about evaluation: breaking down a goal or set of intentions into phases, formalizing those procedures so that they can be completed very simply, and stating the expected consequences or impacts of each step. Strategic thinking, on the other hand, is concerned with integration. It requires intelligence and innovation. Strategic thinking results in a cohesive picture of the organization.

Steptoe-Warren et al. (2011) reach the following conclusion: The goal of strategic thinking and decision-making is to secure the organization’s survival in a competitive environment. Effective strategic thinking and decision-making that directs the business in the most suitable path are required for this to succeed.

Corporate Social Responsibility (CSR) as the missing link in Strategy

CSR is not a new notion; social responsibility has been a recurring theme in business thought since the seventeenth century. However, the concept of CSR has maintained one of the most perplexing concerns among researchers, as well as among involved parties. For example, Latapí Agudelo, Jóhannsdóttir, and Davídsdóttir (2019) saw CSR as a hazy notion but claimed that understanding it from a management perspective was the best approach to execute it. They stated that a lengthy, complex reasoning process might be utilized to support some socially responsible corporate actions that have a high likelihood of providing long-term economic advantages to the firm, therefore compensating it for its social responsibility. However, McGuire presented a more precise definition of CSR, arguing that a company’s social responsibility extends beyond its legal and economic requirements; it contains some societal tasks that are beyond its core commitments (as cited in Carroll, 2021). However, McGuire faltered to elucidate the precise social responsibilities of a corporate in definition (as cited in Carroll, 2021). However, it was later expounded to mean that a firm must be concerned with the entitlements of the society, ideology, training, staff satisfaction, and the entire social world.

Since its inception in the 1950s, several circumstances have contributed to a wide emergence of literature and growing interest in the subject. These considerations include the development of CSR research, which has resulted in the creation of concepts, hypotheses, strategies, and issues that have piqued the interest of many academics (Ashrafi et al., 2018). The quantity of information available regarding the notion of CSR is the second element. The current corpus of material, some of which are contradictory, have resulted in a poor image of CSR and uncertainty in CSR practice considering the complexity of the issue and questions regarding a business’s responsibilities (de Jong and van der Meer, 2017). Finally, there is a disconnect between CSR principles and application.

The differences in definition and uncertainty concerning CSR practice are related to the reliance on individual ideas of responsibility; these perceptions are included into the wider theme of an institution’s role in society. CSR has several dimensions, which are sometimes portrayed as a unified concept. The social component, which encompasses community programming and community participation, is one of the aspects (McLennan and Banks, 2019). The economic dimension involves the establishment of career prospects for community members, while the environmental dimension includes pollution control and environmental protection (Alamoush, Ballini, and Dalaklis, 2021). Under the CSR framework, firms are supposed to consult with their stakeholders to choose the appropriate course of action for each CSR dimension (Hategan et al., 2018). Therefore, a single definition of CSR is widely recognized since it highlights various practical perspectives of CSR.

The initial perception of a firm following a CSR strategy is one that is accountable in its operations to its internal stakeholders, which include workers, clients, vendors, and investors. The second perspective covers a firm’s function in relation to the norms imposed by states regionally, internationally, and globally. The final point to consider is a company’s performance as a responsible part of the society, both locally and worldwide.

The variety of tactics has caused consternation among businesses, consumers, and governments. According to Hategan et al. (2018), there is a need for more coordination across projects addressing essential components of achieving the CSR agenda. The partnership should establish a consistent framework for outlining what needs to be done, how it should be done, and how performance should be monitored. According to the author, having this level of global concord can lead to the establishment of a widely acknowledged framework for CSR execution. He contends that establishing a uniform framework is the only way for CSR to flourish internationally.

Stead and Stead (2013) endorse this stance, claiming that CSR has become a critical problem in society as well as a central concern in the business environment, resulting in a considerable shift in the strategic framework. According to the findings of the 2011 study, firms who completely adopted sustainability as a major strategic component were able to implement effectively useful precautionary tactics in new sustainable and ecologically positioned enterprises on the market. Furthermore, Stead and Stead (2013) observed that enterprises who simply adopted sustainable transformation as a strategic plan were unable to compete in this new market sector.

Corporate Environmental Responsibility (CER)

CSR, as an ecological part of a company’s obligation, addresses the environmental effects of its operations, infrastructure, and products by lowering emissions, increasing productivity, and eliminating unsustainable practices that may deprive future generations of natural assets. The internet, the media, and the digital revolution put businesses in the limelight, resulting in regular judgment of enterprises based on how they save the environment. Companies from diverse locations and industries, on the other hand, have progressively benefitted and understood the substantial worth and competitive advantages achieved by conducting environmental efforts.

Environmental protection, clean energy, green innovation, ecologically oriented innovation, and supply-chain management are some of the environmental efforts that have benefited businesses. Reducing the quantity of material and energy consumed helps the environment while also having an impact on the corporation’s bottom line. KPMG, which has been involved in a variety of environmental activities since 1996, is an example of a distinct sector. As a result, companies are recognizing that CSR has a beneficial influence on their bottom line.

The environmental components of social responsibility, on the other hand, produce the greatest quantifiable data. These CER components assists in the correlation of proactive firms to favorable financial results (Peng et al., 2021). Moreover, CSR encourages product differentiation at both the product and brand levels. Companies use CER principles into product features to show customers that the company cares about environmental and social issues (Peterson et al., 2021). According to Oláh et al. (2018), firms in emerging economies have participated in environmental or social advances, resulting in increased revenue growth and cost savings. These strategies were also demonstrated to have a positive impact on the corporate image of the firms. They have experienced cheaper labor costs because of fewer absenteeism, as well as lower trash disposal costs, and they benefit from the partnership provided by the communities in which the firms operate.

 Environmental Focus Chart
Fig. 3. Environmental Focus Chart

As a result, corporations’ key contributions to addressing societal environmental challenges include lowering the raw materials and energy utilized in manufacturing, as well as minimizing pollution and waste from operations.

Strategy, Innovation, and Change Relationship

According to the research reviewed above, there is still a lack of strategic thinking in businesses, which leads to poor strategies and, as a result, poor decisions. The dilemma is exacerbated in a world that is getting more competitive, vulnerable to fast change, and with considerably more complex demands that may jeopardize the survival of these businesses. According to Liedka’s (2000) principles, the current study supports the premise that strategic planning should follow strategic thinking and the necessity for changes in a corporation. In this case, the top management are crucial in designing and establishing a work culture where all are motivated to develop new concepts and to comply with research and innovation. As such, through strategic changes, a comprehensive measurement of both surrounding environments, with more opportunities for positive performance are vital (Bonn 2001).

Differentiation Utility as a Strategy

Diverse businesses exhibit varying degrees of utility understanding to their corporate situation, and as a result, they respond differently to variations in the inner and outside surroundings. In this regard, not all industries have the same level of knowledge utility exposure; as a result, corporations behave differently from one another. According to Peng et al. (2021), businesses with large and significant environmental consequences, such as mining, are more likely to engage with environmental challenges. The author does, however, mention that excellent practices in social stewardship may be discovered in the IT, culinary, and beauty products businesses utilities.

All industries are growing more vulnerable to environmental challenges, and all sectors will be impacted over time. According to Lorenzo, Rubio and Garcés (2018), a cost and differentiation strategy as a utility is determined by the industry’s circumstances. To improve the firm’s strategic position, the competitive strategy of preference must adapt to the demands of the organization. A differentiation strategy is an appropriate technique in more environmentally sensitive enterprises because it enables a company to explore methods to differentiate itself beyond its prototype or core service, allowing it to charge premium fees. Sustainability concerns among partners, suppliers, employees, and customers give new opportunities for businesses to differentiate themselves. As a result, CER has an impact on organizational strategy by developing strategies to adapt to environmental changes, which affects organizational operations and, in certain circumstances, products and culture; hence, CER is linked to organizational strategy, change, and innovation.

Creation of a Competitive Advantage

Adopting ecologically oriented corporate responsibility allows a firm to distinguish itself by establishing an image (change) of environmentalism, which may have a far-reaching influence (innovation) on a firm’s operation and advertising elements. Environmental marketing and corporate responsibility, according to Abbas et al. (2019) are becoming issues of concern research because of the findings of various case studies undertaken in recent years. Abbas et al. (2019) performed a research to investigate the impact of CSR and ecological influences and established that CSR offered a positive control on firms’ sustainable performance. Therefore, CSR emphasizes that building an ecologically friendly image can help a firm rank better on the official list.

As a result, if it is preferred to employees, suppliers and partners may favor it. The image boosts employee engagement and brand loyalty by demonstrating that the company cares about its stakeholders’ mutual interests. Abbas et al. (2019) discovered that environmental stewardship lowers operating expenses and improves a company’s reputation. In this situation, ABC’s expenditures should be greatly reduced because of following an environmental conservation plan.

Reputation Strategy

An organization’s reputation can help it distinguish its commodities from those of its rivals. According to Nave and Ferreira (2019), its ethics and morals, its goods, history, productivity, human resources, and brand image determine a firm’s reputation. A corporation that projects a positive image gains a positive reputation. However, in a business, an outward image may not be adequate to get the intended results (Nave and Ferreira, 2019). Nave and Ferreira (2019) contends that in order to increase performance, a company’s exterior image must mirror its internal procedures or identity. As a result, Abbas et al. (2019) contends that a reflected image is more likely to produce the intended effects than a rational picture. He believes that the best way to develop a strong reputation and image is for a corporation to become the identity, rather than the other way around.

CER may become an important aspect of an organization’s reputation. However, the company must incorporate it into its culture. According to Abbas et al. (2019), when CER is ingrained in an organization’s culture, it becomes simpler to express its principles and standards. According to Abbas et al. (2019), CER is context-dependent, and when developing a new brand regarding environmental stewardship, the emerging image must align with the values and needs of stakeholders in a particular location. As a result, building a reflected, positive image may boost a firm’s reputation, resulting in change and innovation in organizational strategy.

Strategy in Public Sector Manager

ABC Inc. is a public sector entity, hence has public sector managers. In this sector, strategy is primarily concerned with corporate modeling methodologies in single public sector enterprises. Strategy is becoming a wider and more broadly diffused activity in which more managers and companies participate. A better way ahead for public managers is to focus less on strategy concepts and more on achieving the best execution and results. Instead, public managers must commit more time and energy to establishing and enhancing public target markets, as well as collaborating with other stakeholders and engaging citizens. Politicians, stakeholders, and individuals all have a part in attaining the goals of a plan. As a result, seeing oneself as a participant in the creation of public value is a more measured approach for top administrators.

Strengths/ Utilities of Strategic Analysis

According to Bonn (2001), strategic analysis and planning highlight the internal beneficial characteristics of a firm that are within control. Therefore, as per Steptoe-Warren et al. (2011), recognizing these useful properties allows a business to focus on the elements that contribute to positive achievement and reproduce the approach wherever it is relevant. In this case, strategic analyses aids in identifying the strengths of both internal and external assets, resulting in a growing competitive advantage (Steptoe-Warren et al., 2011). Liedtka (2000) posits that strategic analyses provides managers with elements that add value or provide a company with a competitive advantage. Therefore, half of the game plan is evident when one have a fair competitive advantage within a competition. The only thing that needs to be clarified is what are not working well for an organization.

Limitations of Strategic Analyses

Strategic analysis can offer a plethora of concepts but does not assist in determining which ones are the strongest. Eisenhardt and Zbaracki (1992) affirm that a cursory analysis reveals a field’s character that reflects a ‘crazy quilt’ of viewpoints (p. 17). As per Eisenhardt and Zbaracki (19920, a closer look to strategic analyses reveals a discipline founded on mature concepts yet with flawed assumptions. Moreover, often too much time is wasted exploring problem-solving concepts, leaving little or no time for product innovation or service level modifications at the institutional level.

In conclusion, the above literature reviews discloses that it is possible to infer that the proper alignment of these many strategic ideas, with a regard to the evolution of strategic thinking, would result in better judgments. This would increase performance, especially if implemented at all levels of the company, both individually and collectively. This results in integrated plans that enable businesses to handle the demands appropriately, which can only be feasible via the growth of strategic planning in their day-to-day operations. As such, strategy, change and innovation have a unified relationship, with the need for one idea resulting to a necessity for another. In this case, the above-illustrated strategies are important for the continuous innovation and are prerequisite for changes in current competitive marketplace.

Critical Analyses of Strategic Processes

The process begins with assessing the internal and external environments, establishing who they are, and identifying their vision, purpose, goals, and objectives, proceeded by strategy formulation, strategy implementation, execution, and assessment.

Review of Organizational Vision and Mission

ABC’s Inc. is a multinational fashion and design firm with over 30 offices in over 30 countries globally. The company’s headquarters are in Paris, France, and it employs over 140,000 personnel. Because this city is regarded as one of the world’s smartest, it possesses the resources required for ABC’s long-term success. As a result, the company vision and purpose are among the most important parts of the corporate strategy.

In the case of ABC, the firm’s vision is to create the top quality products on the globe while leaving it better than they found it. This implies that the firm aims to improve the quality of life on the world by producing fashion products that are friendly to the environment. As a result, each of this company’s commodities is designed to make consumers’ lives easier. The last section of the vision statement demonstrates the company’s understanding of its corporate environmental responsibilities. This indicates that the corporation is hesitant to indulge in any activity that might harm the environment or contribute to global warming, rendering its sustainable development goals null and invalid.

To accomplish these objectives, this company requires personnel in various departments to devise and execute plans within their respective units. Consequently, individuals employ tactics with which they are already familiar, making the execution process easier. When everyone in the company does their job well, the organization may be anticipated to run smoothly. This organization must first define the framework of its competition in order for the ideas developed to be effective (Mahdi, Nassar and Almsafir, 2019). The company studies the competitive nature of other organizations in order to decide what adjustments it has to adopt in order to defeat these peers in this situation.

ABC requires its staff to discover differentiating ideas in different divisions after assessing how the competitor is gaining a competitive edge. In this situation, the differentiation concepts are centered on what this business can do well than most rivals, which in most situations is research and creation of superior goods with prospective features that the competition has yet to adopt. Furthermore, this firm strives to prove that the techniques adopted are credible and convey a tale of the company’s progress into global sustainability through time. Furthermore, in order to comprehend this company’s positioning because of its strategic management, the researcher must recognize the multiple business elements that influence ABC’s logistics and how these business contexts can be streamlined to enhance the firm’s global placement on environmental sustainability.

Mechanics/Tools for Strategic Analyses

SWOT Analysis

Strengths. One of the institution’s main strengths is that it incorporates product differentiation into its key pillars. This firm has extended its market awareness and domination by developing a variety of goods, including knit wears, coats, sports wears and fashion clothes for television broadcasting personnel. Furthermore, via transformational leadership, this organization has enhanced its staff’s skills and capabilities, resulting in higher individual and total productivity.

Weaknesses. This corporation, on the other hand, has a weakness in the nature of an extraordinarily huge personnel database. With over 140,000 staff worldwide, this corporation has a difficult time managing individual employees due to their vast quantity. Moreover, the fact that this corporation has a centralized control structure in which individuals at the top of the organizational chain are required to approve all operations and plans wastes time in decision-making (Öztürk and Yildizbaşi, 2020). Furthermore, senior management positions may not comprehend the management demands of some remote nations in some circumstances. This lack of information may limit their capacity to make appropriate judgments for all the firm’s different stakeholders.

Opportunities. Some of the most promising opportunities for this organization relate around the growing popularity of businesses applying corporate social responsibility. Consumers are no longer only interested in firms that provide high-quality goods. On the contrary, they take into account what these businesses are doing for the ecosystem and the society. In this sense, ABC has a chance to strengthen its worldwide standing by actively participating in more relevant CSR (Magrizos et al., 2021). Furthermore, technological improvements provide a chance for this business to enhance its products and services, boosting their acceptability to prospective customers and, as a result, raising the likelihood of revenue growth.

Threats. The threats to this firm include increased competition and the expensive financial cost of long-term management. To achieve and maintain its position as the finest firm in its field, it must make significant investments in these areas. This implies that the company’s operating expenditures are likely to rise in order to acquire the most latest and effective design materials, hire the most talented and qualified workers, and engage in R&D to guarantee that it remains at the forefront of fashion and design. Finally, this means that this firm will be obliged to be remarkable and take risks that other rivals are hesitant or too afraid to take in order to achieve its aims.

PESTLE Analysis

Political Factors. Civil issues, such as political instability in some locations where the corporation does business, also have an impact on this company’s strategic management goals. Civil turmoil suggests that a country may renege on preexisting trade treaties between the corporation and the ruling regimes in these territories. As a result, the company’s leadership is compelled to navigate turbulent agreements and conversations for improved trade deals, or risk losing all of its properties to the ruling government.

Economic Factors. Economic considerations such as a nation’s exchange rate volatility may have an impact on this company’s merchandise pricing model. In a hyperinflationary environment, the value of a country’s currency plummets, making it difficult for its citizens to purchase ABC’s products. Furthermore, economic insecurity may have an impact on the capital value of this corporation’s interests in these volatile locations, lowering its valuation.

Sociological Factors. Sociological variables such as cultural biases and misconceptions that see certain items and services supplied by this corporation as improper would have an impact on the organization’s management in these places. Furthermore, because of its diversity, this organization hires people from a wide range of backgrounds. In certain circumstances, these cultural differences make coexisting difficult. As a result, the organization’s management must guarantee that the most appropriate personnel diversity techniques are used to avoid these variances from prohibiting employees from coexisting.

Technological Factors. Technological considerations also have an impact on the firm’s managers’ capacity to execute its strategic plan. This is mostly because various countries have varying levels of technical growth (Whittington et al., 2020). Country G, for example, may have 5G network infrastructure, but Country H may only have 3G technology. This makes it hard for this corporation to market 5G devices in places where 5G technology is not yet available.

Legal Factors. Legal requirements such as labor regulations in many nations also make it difficult for this enterprise’s management to attain its long-term development objectives. For example, if a nation compels ABC to pay its workers inside its boundaries a particular amount of salary that is not needed in other jurisdictions, this requirement raises ABC’s operational costs if it intends to continue functioning in this market. Furthermore, enacting such reforms in one nation may demoralize personnel in another, posing a mass action and employment relations concern.

Environmental Factors. Global warming concerns have become especially relevant to a company’s CSR. This suggests that if a company is implicated in environmental contamination, its reputation is likely to plummet. Furthermore, adopting green measures in the communication technology business is quite expensive, which translates to greater operational expenses for this corporation or the possibility of widespread protests against its goods.

Balanced Score Card

Kaplan and Norton (2001) established the Balance Scorecard (BSC) method, which gives a foundation and direction for strategy elements. They balance out the typical reliance on financial measurements as a foundation for evaluation. These are ‘lag indicators,’ which offer feedback on previous activities, and dependence on them results in institutional’shorttermism.’

The BSC method provides a strategy framework across four areas. First, there is the financial, which is the shareholder’s plan for development and profitability. Second, there is the consumer, which entails providing value and distinctiveness from the standpoint of the shareholder. Third, there is the internal business process, which includes strategic initiatives that result in meeting stakeholder satisfaction. Finally, there is learning and growth, which is the construction of an environment that promotes overall development.

Strategic Objectives

ABC employs a strategic purpose that necessitates the company’s involvement in wide distinctive goods, providing it with a competitive edge in the business. As previously said, product diversification is an important strategic approach to management for many firms. For these reasons, this corporation has made significant investments in the creation of powerful yet diversified products. Because of these factors, anytime a buyer contemplates acquiring any type of fashion and design devices, the brand of this firm is the first and only rational consideration (Miller, Smith and Pugatch, 2020). With a growing number of firms creating design companies, only the most efficient and dependable technology achieves market domination. This firm has built a significant following of devoted consumers who only use products produced by them by using product distinction and quality.

Strategic Execution Plan

This firm has substantially spent in R&D for innovations and innovation in order to reach the aforementioned goal. It thinks that the most powerful and appropriate goods must address consumers’ requirements that they were unaware. This company’s Clairvoyant attitude has pushed its research and innovation on what clients require and how these needs might be met (Whittington et al., 2020). Through extensive study, this business attempts to determine its clients’ interests before other companies and, as a result, offer items that suit these demands first. Therefore, the corporation will have complete market domination in all fields of fashion and design.

Assessment of People and their Engagement to CER

Product Differentiation

In this industry, fashion and design are the only significant sources of competitive advantage. This implies that in order for this firm to remain relevant in this market, it must incorporate current features into its gadgets that are successful in addressing the wants of clients while also being novel in the industry, providing them a distinct advantage in the competitive environment. Employees are largely employed in the product diversification process at this firm to accomplish this approach. This is especially important for this firm since it knows that workers are the lifeblood that allows it to function. As a result, workers are given opportunities to engage in the product diversification process from the beginning.

Brainstorming. The system’s theory argues that employees are a crucial part of any organization. This means that for an organization to implement any type of policy, the employees must be involved from the project’s onset. This allows these individuals to feel appreciated by the organization and ensures that any strategies implemented have been created considering the skillset diversity and specialization of different employees within the organization. The implication is that since these employees are involved from the start of business strategy generation, they will be best equipped to implement these projects effectively. The first step, the brainstorming level of product differentiation, is probably one of the most important steps in implementing this strategy. This step involves employees being asked to present their ideas on what they believe the organization needs to further its product differentiation agenda.

As earlier indicated, this organization values employees’ contributions because 140,000 heads are better than one. For a company with this many employees, one of the most effective ways of brainstorming is by creating an online platform that will allow employees to present their ideas before logging into their company work portals. This prevents them from claiming alienation during the implementation phases and increases the chances of receiving high-quality ideas for product differentiation. By brainstorming on new product ideas, these employees initiate the first important step of product differentiation. These ideas are then analyzed and evaluated to establish the most suitable one that proceeds to the development stage of implementation.

Teamwork. The second level of involvement in ABC recognizes that if employees work as teams, they are more likely to challenge each other to develop better ideas for product differentiation. In the case of ABC incorporated, employees are specifically required to participate in teams created based on their areas of specialization. For instance, in the R&D department, different teams are tasked with developing the most viable software, which is often posed as a team competition. As a result, to ensure that different teams emerge at the top, individuals within these teams must provide their utmost contribution. These exercises are often linked with employee remuneration, whereby teams that perform better than others are allocated a senior position in the organization.

Review of the Strategic Plan

Product uniqueness is done by incorporating new basic features into current product characteristics. This not only makes the differentiated items better than the original, but it also makes them less complex. Employees can debate these plans and offer comments on their relevance or improvements they feel might be incorporated to make plans more effective once the R&D departmental manager has decided which differentiation plan to follow (Whittington et al., 2020). Furthermore, as part of their participation in assessing strategic plans chosen for product differentiation, workers can request clarification on problems that may be confusing to them, such as the goals that leadership tries to accomplish through these plans. Furthermore, this stage helps employees to choose how they may align their own goals.

Implementation of the Strategic Plan

Lastly, employees participate in product diversification by performing the actual manufacture of this new differentiated merchandise. This is the most crucial feature of employee participation in diversification strategy. For these reasons, all additional procedures are performed to equip the employee to manage the final phase of strategy implementation (Whittington et al., 2020). Because the workers initiated the strategic plan, they understand how it will benefit the firm, making it more likely that the plan will be integrated.


Based on the analysis conducted throughout this paper paired with successful strategic thinking, it is evident that position of the industry is favorable. This positioning has been a result of strategic organizational management. The analysis indicates that the organization performs better than most of its competitors but is still willing to attain sustainable development in the future. This means that the organization must implement certain changes or increase the agility of implementing certain strategies to achieve this pre-established fate. Research indicates that developing an effective business strategy requires an organization to ensure that these plans are aligned with its mission, vision, and values. The second and one of the most important steps is developing an effective leadership team and creating an implementation plan. Furthermore, the organization should allocate finances and other resources and responsibilities to individuals and teams responsible for implementing the plan.

Furthermore, this company needs to embrace a consumer-based approach to management as it has on marketing. As stipulated in the vision, this organization’s goal is to make the world a better place for all the consumers of its product. The only sure way to achieve this goal is by first knowing what these consumers need and seeking to fulfill each consumer’s individual needs. This ultimately implies that ABC will have to engage its consumers more to identify their needs and seek out to fulfill these needs. If this company implements these recommendations, there is an expectation for it achieve the sustainable development goals it desires.


In conclusion, by examining the literature in the two fields, it is imperative to assert that, with exception of CSR, CER is a new topic in business theory. Although not a novel idea, CER is gaining popularity as a result of rising environmental considerations among stakeholders. In this regards, this company has been deemed a leader in its industry. Its position of privilege has been attributed to its implementation of effective and efficient strategic management policies by starting from a literature review on the main strategic management theories related to their applicability to different sectors within the ABC organization structure. In addition to this conceptual study, literature reveals that following a CSR approach may be harmful to ABC.

In terms of sustainability challenges, this paper provides a genuine and relevant viewpoint demonstrating that the corporate sector is under pressure from many stakeholders to reform its business models and enhance its goods and practices. Most major corporations have these needs for sustainable development on their agenda. These companies emphasize the necessity of enhanced team involvement. Furthermore, they promise a speedier capacity to respond and innovative, and integrate methods that allow businesses to handle these demands appropriately. As such, the approach can only be used to improve strategic thinking in their day-to-day operations.

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Effects Women Have Faced During The COVID-19 Pandemic Globally


The COVID-19 pandemic has pushed the globe to a profound shock. Women at the frontline against the COVID-19 crisis have been affected psychologically (Palmer & Small, 2021). The compounding burden that they have is over-represented within the healthcare sector. The majority of the health providers are women, and some have unpaid household workers. The pandemic has posed high-risk economic security, and the burdens have continually grown. Some have reported abuse, violence, exploitation, and harassment during the quarantine period (Palmer & Small, 2021). There has been a battle to liberate women from inequalities that affect them in various dimensions, such as their incomes, business entities, living standards, and women’s job. The widespread fallout from the crisis has also led to great resignation.

Women are caught between their economic developments and fending for their families. The globe has seen many older women facing the highest risks in financial security among seniors (Palmer & Small, 2021). For instance, women carry out more caring tasks than men. According to OECD Development Centre’s Social Institutions and Gender Index (SIGI), the healthcare sector holds more women than men, and their excellent resignation ontology has made the state of the pandemic worsen (Palmer & Small, 2021). The increased closure of schools and daycares, travel restrictions, and home quarantines has increased the risks older women face, and it confines them to work from home. The research focuses on the ideals faced by women and the realism that the society has imposed on them globally.

Women’s Responsibilities in the Global Setup

Women play crucial roles in the health care response team during COVID-19. The statistics show that women constitute two-thirds of healthcare providers while they score lowly among pharmacists, dentists, and physicians. OECD countries have over half of their doctors emanating from the female gender (Carli, 2020). Therefore, these women play a critical role in long-term care (LTC). However, there are fewer women in senior positions within the health sector. During the pandemic, care workers have faced exceptional demand due to increased fatalities. The confinement measures have made it more challenging for women to balance caring for their families and maintaining their jobs (Carli, 2020). Women that are loyal to their job descriptions have seen a pay cut during the pandemic, yet their recurrent bills remain constant.

The health providers face enormous risks, and one of them is fending for the aged physicians. According to OECD countries’ analysis, people above 55 exacerbate the high stakes that the medics face. Many doctors are dying while on duty because of their increased chances of exposure to COVID-19 patients. The elevated risks among older adults and those with underlying conditions are exceptionally high throughout the crisis. Over 60% of the LTC workforce is faced with the disproportionality emanating from health defects and physical risks (Carli, 2020). The remaining 40% are prone to developmental problems due to associative stress and challenges of the working environment.

Women Analysis at Home Care

Women are always in the frontline to care for their family at home. Statistically, 80% of women spend four hours daily fending and caring for their families (Wei et al., 2021). The global analysis of unpaid work according to gender gap shows much effect in Korea and Japan. In European countries, over 50% of employed women are more likely to resign or take a day off to care for their ill, elderly, or disabled relatives than men (Wei et al., 2021). There is a 90% chance for unemployed women to care for their families compared to men (Wei et al., 2021). The COVID-19 pandemic has amplified this notion because most women are burdened with unpaid work burdens (Wei et al., 2021). For instance, the closure of childcare facilities and schools has given many women no choice but to resign from their facilities and have time for their children.

The need to supervise their families is fundamental because any slight chance the kids get to socialize with other peers can increase the rate of COVID-19 infections. Nonetheless, fulfilling the need to stay at home and keep working to pay the bills (Wei et al., 2021). However, men also face the upshot of school closures, and there is a shift to mass teleworking that makes more men exposed to the burden of paid and unpaid work that women face. For instance, when men are locked in and need to work from home, they will help their wives during their free time, and they will learn the hefty work usually done by their wives when they are absent (Wei et al., 2021). This can trigger equality in gender roles and further expose men to a long-lasting effect of the need to share responsibilities. However, the liberty of gender equality is not promised because other men can choose to ignore unpaid duties.

Women’s Economic Activities and COVID-19 Pandemic

The depth of COVID-19 poses a public health crisis and an economic crisis. The globe has seen its economies shut down, and the looming danger is the effects seen during the financial crisis in 2008. The pandemic has disrupted the global supply chain, forcing workers to remain quarantined or subjected to lockdowns. Companies have tried to find solutions, but they have only one alternative interrupting or scaling down their operations. Some of the companies have registered job losses (Palmer & Small, 2021). The scale of economic closures influences men and women differently. For instance, the 2008 financial crisis caused many men to lose their jobs because most companies were male-denominated. However, during the recovery phase of the great recession, more men were employed than women (Palmer & Small, 2021). The COVID-19 infectious rate has a sharper effect on women since their role as caregivers is compromised. There is little attention to the gendered crisis and the policies supporting women during such a pandemic focus on gender disparities.

Employee and Job Matrix to Women during the Pandemic

Unlike other pandemics, COVID-19 has caused a significant economic impact that makes it difficult for firms to predict the extent of the crisis that will hit them. Women employees, businesses, and income localities have concerns about their economic outcomes. Women have made remarkable progress in the recent decade in the labor market. The fears are more acute in developing countries because women are on the verge of total breakdown. Many women in developing counties work in the informal sectors, and they are unregistered. When individuals work in the informal sector, they lack legal protection and are not considered in any employee benefit scheme (Uddin, 2021). The economic fallout from COVID-19 has exposed women to the harsh reality of losing their independence. In areas such as retail activities, air travel, tourism, and accommodation services, women make an impact, yet they are hit hard. The garment industries are writing off their employees, and most of them are usually women. The global distribution chain has canceled the export of products. Job loss deepened by the economic contraction confines women, biting their longevity. Women across the OECD countries have seen a sharp rise in business closures and resignations because they move into unpaid home care.

Women-led Business Risks during the Pandemic

The crisis has struck small and medium-sized enterprises (SMEs). The trade-economic challenge is constantly unfolding, thereby exposing more women that are self-employed. Whenever the supply chain is affected, the impact on SMEs is usually higher because retail, tourism, and the transport sector experience a fallout due to the containment measures. The COVID-19 pandemic has collapsed the demand and supply chain emanating from the liquidity shortage (Adisa et al., 2021). Equally, many countries lack the facilities that allow their workforce to engage in distant work formulas. The disadvantaged lot are the women because their SMEs are usually assumed during the pandemic, making them vulnerable to economic changes. According to OECD statistics, about 5% of businesses are owned by women, while 3% are trying to start new business ventures (less than 42 months). Women have resilience, but the pandemic has made them susceptible to downturns.

Risk of Women’s Poverty

Women are more vulnerable than men are during and after the pandemic. For instance, OECD countries have men earning more than women, and the reflection of such objectivism results in a raised poverty rate. They hold less wealth because of various inequalities within the employment sector (Adisa et al., 2021). Since they have caring responsibilities, women find it hard to secure another employment stream after a lay-off. Many single parents are women, which makes them particularly vulnerable in society—the reliance on a job when an individual is critical for a single parent. Evidence attained from the 2008 financial crisis showed that single parents were hit harder by the recession (Adisa et al., 2021). The pandemic has been demonstrated that children of single parents are missing their meals and other fundamental nutrition because their mothers have been laid off. The elderly are also affected by the pandemic since they do not have anyone to turn to whenever they need help. Women are more likely to live alone while in their prime age than men. The challenge of getting support is low while being exposed to COVID-19 is higher.

Effect of COVID-19 on Women in Developing Countries

Women in developing countries are exposed to COVID-19 and other health risks because their countries’ infrastructure is inadequate or underdeveloped. The risk stems are disproportionate responsibilities as the women revolve around unpaid home and health work. The ratio of unpaid work in developing countries is three times more in developing countries than in developed countries. The Caribbean and Latin America have more unpaid workers than Northern America (Saad Alfarran, 2021). The working environment of people in developing countries exposes them to the risk of getting COVID-19 due to their limited infrastructure in the healthcare sector and caring roles. The pandemic has shifted many medical practitioners into isolation sectors to contain COVID-19 prevalence, and this has made women get overwhelmed by other failing systems such as maternal health. Women are vulnerable to health risks because their working environment poses a threat (Saad Alfarran, 2021). For instance, women in developed countries live below the poverty line and the hierarchy of poverty, resulting in discriminatory social norms and other harmful social practices to fend for themselves.

Gender-Based Violence

Violence against women has always risen whenever there is a pandemic. For instance, the Ebola pandemic in West Africa registered many violence cases against women. When the confinement measures are increased, violence against women and children also increases. The cancellation of social events such as sports events and the closure of public places stirs sexual violence and abuse (Saad Alfarran, 2021). For instance, the Ebola crisis in Sierra Leone showed a significant rise in forced transactional sex, whereby girls were left without relatives, and they had to cover their basic needs. Seeking refuge during the COVID-19 pandemic has given abusers more control over women. Every pandemic comes with patriarchal masculinities and inherent tension.


Women should be placed in the center of utmost care whenever a pandemic strikes.. The constrained resources should be shared during and after any pandemic. The globe should adopt coordinated strategies to restore the roles and responsibilities of women in the economic outlook. The risk-based approach can aggravate survival and contain the spread of COVID-19. The overburdened ship of violence against women can be combated by passing rules to adopt rights and liberties. Integrating the functionality and leadership to have seats for women can improve their ideologies and decision-making objectives. The great resignation can be reduced by assuring women of their children’s safety. Equally, they can be given assurance that the pandemic will not affect their family members.


Adisa, T., Aiyenitaju, O., & Adekoya, O. (2021). The work–family balance of British working women during the COVID-19 pandemic. Journal of Work-Applied Management, 13(2), 241-260.

Carli, L. (2020). Women, Gender equality and COVID-19. Gender in Management: An International Journal, 35(7/8), 647-655.

Palmer, A., & Small, E. (2021). COVID-19 and disconnected youth: Lessons and opportunities from OECD countries. Scandinavian Journal of Public Health, 49(7), 779-789.

Saad Alfarran, A. (2021). The Impact of Remote Work on Women’s Work-life Balance and Gender-role Attitudes in Saudi Arabia. International Journal of Gender and Women’s Studies, 9(2).

Uddin, M. (2021). Addressing work‐life balance challenges of working women during COVID‐19 in Bangladesh. International Social Science Journal, 71(239-240), 7-20.

Wei, X., Li, L., & Zhang, F. (2021). The impact of the COVID-19 pandemic on socio-economic and sustainability. Environmental Science and Pollution Research, 28(48), 68251-68260.

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